Steps to Ensuring a Great Search Strategy

admin    Website Marketing     Ensuring, Great, Search, Steps, Strategy

Steps to Ensuring a Great Search Strategy

Of course you know that search engine optimization needs to be a core part of any online business’ strategy online.  But how can we make sure this information helps large websites and multiple departments so that our content strategies are the best possible strategies company-wide?  This article will discuss how to implement effective search marketing strategies.  Companies today need to implement these areas to ensure the maximum search engine exposure on their large websites.

1. Make sure that your website can be discovered by the search engines

If the search engines have not discovered your website, you’re in trouble!  Your web architecture is extremely important in this process.  All website development teams need to create websites and web pages in a way that they can be crawled and indexed easily by the search engines.  But search strategy doesn’t stop there!

Upper management us a core ingredient to productive search marketing strategy.  Management teams should provide the support that will be crucial for making your web architecture the most search engine friendly that it can be.  If you are a manager overseeing a development team, you should be much more concerned with functional outcomes rather than implementation.  In layman’s terms, you need to be more concerned with easy to navigate menu systems rather than Flash menus that look “cool”.  Your nice looking navigation systems are not going to sell your products any better, and may deter future users from using your website accurately.

2. Every person in the company should be on board with your search strategy goals.

Your market research teams, marketing teams, product development teams, site development teams, and those creating company visions – everyone! – needs to be on board and understand how much value can come from search data – and how to make great use of it.  There needs to be collaboration at the highest level and all marketing arms (online advertising, email marketing departments, offline marketing departments, etc) all need to share search marketing data and really understand how this data impacts their own departments.

3. Content writers need to “get it.”

Your company’s content writers need to understand the importance of great keyword researchers, searcher personas, and searcher behavior.  No one should write a piece of content unless they first answer the following questions:

a. What are the company goals for this page?

b. What are we trying to get the person to when they get to this page?

c. Why would a visitor find this page from the search engines?  What would they be looking to get or do?

d. Why would this visitor want to become a conversion?

4. Your offline marketing teams need to be up to date with your search strategies.

All offline marketing campaigns really need to have your core search strategies components to it.  We need to make sure that these departments understand how searches might be derived from their marketing efforts.  From there, they need to take it a step further and really think about what the searcher’s experience would be.  Any advertising agencies that are working with your company and building web content to support your offline marketing need to have search-friendliness as a core and critical requirement.

Ten MORE Tips for Ensuring Buy-In from the Top

admin    Twitter Marketing     BuyIn, Ensuring, From, More, Tips

Ten MORE Tips for Ensuring Buy-In from the Top

A few weeks ago, we published Ten Tips for Ensuring Buy-In from the Top, a series of handy hints from experts from across the shared services and outsourcing space on how to secure that indispensable C-level sponsorship that, so often, can mean the difference between a smooth successful transformation project and one beset by obstacles and the troubles caused by an apparent lack of mandate.

The article obviously struck a chord, proving extremely popular among SSON readers. Now we return – by popular demand – with ten more tips from the experts, looking at a wide range of tactics designed to get the C-level support you need. If after this you STILL can’t get buy-in from the top, there must be something very wrong indeed…

1. Request action

If you want to secure the ongoing support of the stakeholders that matter, it helps to make them feel as involved as possible with the project at a hands-on level – however you can work it. For starters you don’t just want a verbal “ok” and then nothing: you want ongoing support when required throughout, so keeping at least a fragment of their attention is imperative. How can you do this? Give them something to do, of course…

“One great way to get any stakeholder involved is to request that the person take some action on your behalf,” recommends Julienne Sugarek of CenterPoint Energy. “Some good examples include asking them to share the message about the importance of the project with their peers or staff members, asking if they know others who have embarked on a similar project and, if so, introducing you to that person or requesting they participate in a change management interview. These are very busy folks, so the action should be something that will be easy for them to work into their schedule but also does something meaningful to help further your project.”

2. Don’t ignore the vanity factor

Playing to the vanity of the C-suite isn’t the most original of ideas – but if it ain’t broke, don’t fix it. Show your board successful examples of the kind of thing you’re looking to achieve, highlighting in particular the efforts of the especially big movers and shakers within the business world – the kind of figures your more aspirational C-level players would look up to, read, worship…. Merely suggesting that there’s a place in the Pantheon reserved for the next great transformational leader could win you all the support you need.

“‘C’ who’s most admired,” laughs Stephen Smith, general manager at Diageo’s shared service center in Budapest. “Those widely recognised as ‘great’ in their field have rarely sat on their hands and maintained the status quo.  Play on your CFO’s / CIO’s / etc. vanity by showing them the sort of transformations undertaken by those rated as ‘most admired’.”

3. Use recognized, expert advisors

Even the most madcap and potentially lunatic (not, of course, that you’d describe any proposal of yours in such a way!) can obtain a patina of respectability by the judicious use of an association with a big-name advisory firm. Many of the unvoiced concerns of your C-suite will be assuaged or laid to rest completely by the news that your venture is being supported by representatives of one of the major advisors: feeling (however unfairly) that the project is in safer, more experienced hands, your ever-cautious bosses are more likely to sign off on it.

“Trust the experts,” advises shared services head Pedro Ruao. “If the consultants you hired are telling you there’s a better way – review the earlier decision. They can make it work, but proven approaches generate proven results; everything else is a guess!”

4. Show understanding of both large and small scale

Over the course of a career, some people earn the reputation of being “big-picture” operators while others become known for concentrating on the very smallest scale (God, after all, is in the details). It’s up to you to ensure that neither – or, rather, both – of these extremes dominates your pitch. You have to be able to demonstrate an understanding of the broadest consequences of your proposal for the organization – and this means looking long-term, as well as wide-angle; you also need to be able to focus on the finest details of your plan, and explain them at the drop of a hat. If you can persuade the C-suite that you’ve encompassed both extremes within your planning they’ll be al the more convinced of your ability to push the project through without hiccoughs.

“In my personal opinion, typically if you have to convince [the C-suite], two things are
important,” says business manager Vineet Shrivastava. “You have to show the big picture to them, it’s really important for C-suite to understand the macro-level importance of a project/activity. The second thing is to show them the ROI of a project/process; it’s important for them to understand the value (tangible or intangible) which will be increased by doing these activity/projects.”

5. Grab the talent

Even if you don’t have the option of demonstrating big-name advisory support as discussed above, you can ease at least some C-level worries in a similar fashion by a bit of proactive hiring. Bringing on board some resources who’ve already made a success of similar projects at other organizations might well put a bulge in the salary pot, but at any rate that’ll be a drop in the ocean compared with the costs of putting things right after a sub-optimal project implementation, and the value generated in terms of impressing the C-suite with your high-profile acquisition could be incalculable.

“There’s nothing like identifying credible leaders who have done it before and getting them inside the company to make it happen. C-suite like to see this talent on the inside rather than feeling dependent (purely) on consultants or capable but unproven homegrown talent,” says Stephen Smith.

6. Demonstrate process improvements

If you really want to melt the stony hearts of your C–suite, you could do a lot worse than to highlight the benefits your project will have for your organization’s business processes – since “process improvement” remains much more than just a buzz-phrase even in the minds of those who don’t really comprehend it. Pretty much every C-level executive likes to think that he or she has a firm grasp of the processes that keep the life-blood pumping through the company but, in fact, this is often only a very superficial understanding. If you can show – without blinding your target with science – that processes will be streamlined and optimized under your proposals, you’re halfway there.

“Show radical process simplification,” advises ANZ’s Ravichandran Venkataraman. “You must be able to show business how you have simplified business processes, helped reduce complexity, removed non-value added steps in the process (waste reduction) and, therefore, cut costs significantly.”

7. Spotlight the bottom line

The value of a complete compelling business case was highlighted in the first instalment of this article, and “complete” of course means including all relevant financial information – especially highlighting the savings and gains which will be of most interest to a cash-hungry C-site. However, it’s not just a matter of highlighting: use your nous to thrust to the fore any possible positive impact on the bottom line, both within your business case and associated pitch, and on other occasions where appropriate (screaming advantages through a megaphone outside your CFO’s house at 3am might not fall within the “appropriate” category) and frame the information you’re giving in the way which most enhances its plus points.

“Money talks,” says Stephen Smith. “Use benchmarking to show the scale of the possibility.  Don’t forget the elimination of the ‘hidden’ costs of legacy systems.  There’s gold in them there server farms. Lower up-front investment requirements. Use outsource providers to change the shape of the investment profile – particularly getting the quick returns from lift-and-drop to lower-cost locations.”

8. Get – and use – the right metrics

No doubt you’ll be fully prepared – nay, armed to the teeth – with data when you make your big pitch. But you need to be certain that your data is appropriate to the task in hand: you may be convinced that your project might, say, reduce invoice-processing times by 20%, but that figure might be of absolutely no interest to those in whose hands the big decision lies. However, if you can translate that 20% into a more immediately stimulating figure like “savings of 5%” you’ll have a far-more-attention-grabbing tool, as not only is it more instantly obvious why that’s a benefit, but it’s more obviously applicable to the business as a whole rather than just your little nook within it.

“Show productivity,” urges Ravichandran Venkataraman. “For this, you need to put in place measurement systems. I have worked with various organizations and have come to the conclusion that in most organizations, internal service levels have evolved that do not measure customer-driven outcomes and so all measures are not aligned to business. So, while we show productivity in our measures, it does not result in savings for business. So, put in place measurement systems that have relevance to business and measure productivity that mean reduction of costs to business.”

9. Don’t over-complicate

One potential downside of arming yourself with all the relevant facts and figures is that you try to use all of them, thus potentially alienating C-level players who might pride themselves on their attention to detail but who actually don’t need ALL the details, ALL the time. Similarly, pitching your project via a long stream of information and a hectic welter of different data can lose you your audience very quickly, so keep your pitch simple and to the point. This should also be reflected within what’s actually being proposed: make your project as clear and unfussy as you can, concentrating on what’s directly beneficial to the organization, to avoid any possibility of over-complication.

“Keep it simple,” urges Stephen Smith. “Most companies believe that they’re too complex and spend too much time doing things that aren’t directly driving business value (e.g., planning, budgeting, reporting etc.)  Sell the benefits of transformation for standardization and reduction in exceptions. For accelerating the cyclical activities by improving the quality of handoffs and/or automating various aspects etc.”

10. Demonstrate provider perfection (or as close to it as you can)

Even before a couple of high-profile “incidents” (ok, “scandals”) shook the provider side of the shared services and outsourcing space, one of the biggest obstacles for any transformation-minded professional to overcome was the apprehension felt by many decision-makers about placing such faith in providers – “what happens if the provider fails?” being a particularly irksome question. By demonstrating the bona fides, financial security and commercial integrity of your mooted provider you can take these worries out of the equation.

“Select a service provider that has offices in at least the major territories that your company operates in,” recommends Ravichandran Venkataraman. “This is critical to ensure that customer impact is minimised and that you can ensure a small presence with local support from your service provider in every territory. Select a service provider who is financially stable so that the company can withstand difficult times like the ones we are facing now. Select a service provider that can show commitment to your company but also does not depend only on your company for their income from this line of business. So, no single company should contribute to more than 5% of the total income of the service provider. If it is a new service provider, it should belong to a reputed parent. In such cases check systems and processes they have in place and capability to do the work. Ask for a financial and performance guarantee from the parent company.”

________________________________________________________________________

This article was first published on the Shared Services & Outsourcing Network (SSON) – Read it here: http://www.ssonetwork.com/topic_detail.aspx?id=5710&ekfrm=6&utm_source=ssonetwork.com&utm_medium=SMO&utm_campaign=DIRECTORIES&mac=SSON_External_Listing_2072

About The Shared Services & Outsourcing Network (SSON)

SSON is the largest and most established community of shared services and outsourcing professionals, with over 25,000 members.

SSON provides the roof under which key industry experts and organizations share their experience, knowledge and tools, and practitioner peers connect with other all over the world, both face to face and online.

SSON focuses on developing its members through providing training, tools, and networking opportunities. SSON staff works from international offices in New York, London, Singapore, Sydney, Berlin and Dubai to research current trends and developments in shared services.

More information visit the Shared Services & Outsourcing Network (SSON) website. Stay up to date with SSON’s latest twitter posts at twitter.com/ssonetwork, connect with global practitioners, providers and advisors on the Shared Services & Outsourcing Network (SSON) LinkedIn group and Sign up to receive SSON’s weekly updates today

Related Twitter Tips Articles

Top Ten Tips for Ensuring Buy-In from the Top

admin    Twitter Marketing     BuyIn, Ensuring, From, Tips

Top Ten Tips for Ensuring Buy-In from the Top

No matter how complicated, expansive or arduous the project, one of the biggest challenges facing any transformation program arises near the very beginning: ensuring full buy-in from the top. Many’s the program that’s begun in a rosy glow of optimism only to founder on the rocks of apathy (and occasionally, indeed, antipathy) from the C-suite – especially during tough times when executive attention is often, rightly or wrongly, focused elsewhere.

So how can practitioners ensure they gain – and retain – the support of those whose support matters the most: the C-level movers and shakers upon whose words whole organizations hang? SSON asked some of its members to give their advice on this crucial issue – and you responded with gusto. So now we’re proud to present our Top Ten Tips for Ensuring Buy-In from the Top (and feel free to email us your own ideas  – the more tips the merrier!).

1. Present a complete, compelling business case

OK, so it sounds obvious – but going to the top with anything less than a complete, finely detailed business case is the easiest recipe for rejection. The ladies and gentlemen who can green- or red-light your project will want to see exactly (down to the nearest cent) how much your project will save the organization, and why. Any holes in the fabric of your tale and you’ll be out on your ear – and make sure the numbers are sufficiently compelling to excite them in the first place. Savings of 0.0001% won’t justify a multi-million-dollar investment if savings are the aim of the game. Save 10%, however, and you’ll have EVERYONE’s attention.

Shared services head Pedro Ruao highlights the importance of going beyond cost-savings with as comprehensive as possible a business case: “Ensure your business case covers all aspects. Cost-reduction programs, despite the economy, are not the be-all-and-end-all. The board wants to know about service provision, flexibility, retained staff morale, and so on, so the C-suite must present them hard facts on those metrics along with percentage savings.”

2. Create a sense of urgency 

You want to transform your organization – but you might be up against numerous other pitches all looking for investment capital, so what makes your particular proposal so “now”? Why can’t the board put your pitch on the back-burner – especially when discretionary funds are so scarce worldwide? You need to demonstrate exactly why your program can’t wait

“Prior to discussing your business case, you must establish a “burning platform” for your project,” explains CentrePoint Energy‘s Julienne Sugarek. “This should be a three-to-five-minute elevator pitch, backed up with data, that details what could go wrong if the problem is not solved now. In creating your talking points, think about your audience. What is important to them right now? How does your project address those concerns? Create a sense of urgency for your executive team, but be careful not to be overly dramatic with your message.”

3. Understand your organization’s internal processes

‘Going through proper channels’ might elicit a sigh of dread amongst many, but there’s no point jeopardizing what could be a business-saving (and career-making) transformation by rushing headlong to the C-suite without ticking all the necessary procedural boxes, no matter how inane you might find the bureaucracy. If someone’s gone to the effort to draw up a form for you to fill in to move your proposal up the ladder, it’s because they really, really want that form filled in – and as that someone might be on the panel you’re pitching to, why lose a friend before you get through the door?

“Make sure you understand fully any internal formal control processes for approving such programmes,” advises independent shared services specialist Jim Whitworth. “If such processes exist, you’ll need to fulfill the requirements completely (including any form-filling) as you seek buy-in. You will still need to ensure you have C-suite buy-in through personal presentation, etc, but to do so without completing the prescribed processes will waste time and may alienate the very people you need on-side. Just completing the formal processes and not courting the C-suite is insufficient. Do both.”

4. Be open and honest about previous – and current – endeavors

Both at the initial stages and – once given the go-ahead – throughout the program, it’s vital to avoid obfuscation and general fudgery when looking at the work you’ve done. You’re asking these guys to trust you and your team with often vast sums of money – so don’t try to pull the wool over their eyes in return, if they’re asking about what might be seen as shortcomings. They haven’t got where they are by falling for every yarn they’ve been spun, y‘know…

“Discuss openly the mistakes made and share examples,” cautions ANZ‘s Director of Operations Ravichandran Venkataraman. “Share also details of what you have done to rectify these mistakes and ensure that your team has learned from them and do not repeat them to a large extent. Not everything will go well in an operation. So, set that expectation, discuss mistakes openly and let business know that you have taken them seriously and put in place corrective actions.”

5. Keep company staff in the project

It’s easy to underestimate how cautious many senior figures are about handing over important projects to external advisors – so allay some of those fears by keeping a good number of the company’s own employees involved in the project at all levels, even if ensuring you do so leads to a certain degree of friction with the advisory partner. After all, it’s YOUR program…

“Include inside talent in the project management team,” Pedro Ruao confirms. “Many organizations still distrust consultants, regardless of how recognized or how niche they may be. Their contribution is to bring in the methodology and the manpower, but it must be clear to everyone that the steering is from strong individual(s) from within the organization – even when it isn’t…”

6. Keep a tight focus…

You might be trying to save the organization (or at least better equip it for the task at hand) but you’re not trying to save the world – so don’t waste your time or your company’s cash by trying to tackling too much at once, or too soon. Keep your project’s aims focused and drive hard with all your resources towards those aims, rather than spreading precious capital too thinly across multiple ambitions. There’s no point risking project failure now for the sake of things that can be done in a year or two.

“Be focused on two or three goals, be realistic, be committed,” advise Calvin Yee and Hugh coppen of Accompli Group in their paper ‘Disruption and Crisis: an Action Plan for Leaders’. “The intensity of the leader’s focus determines how well the organization stays focused on survival.  Disciplined focus on realities and business basics minimizes ‘mission creep’ – when unproductive resource utilization starts to be tolerated again.  The leader’s role is to be clear on goals, be realistic about strategies and be intently dedicated to implementing plans.   More so than ever, adversity demands smart, hard-nosed, risk assessment that is always fully aligned with current business realities.  Given scarce resources, focus on achieving fewer goals as opposed to failing in many areas.”

7. …But at the same time, be bold

That said, that doesn’t mean you should keep your program small and inoffensive just so as not to make waves. If you’ve got big, complicated goals, that’s fine – as long as you keep focused on them and they’re worthwhile to begin with. Often the low-hanging fruit aren’t the juiciest or the ripest – and time spent picking them can mean you miss the more important harvest of the good stuff that’s harder to reach.

Stephen Smith, General Manager at Diageo’s shared service center in Budapest, says it‘s important to aim high: “Don’t fall into the ’small and simple’ trap.  There’s a temptation to do the stuff that’s perceived as ‘easy’ (e.g., T&E or PTP) before moving onto more complex activities.  Similarly there’ll be pressure to start with the small business units first.  These approaches tend to kill the business case, mire you in a change program that you’ve under-estimated the difficulty of and give the larger business units a great reason to resist going anywhere near the transformation program for many years. The C-suite won’t thank you for being timid.”

8. Give – and learn from – examples from beyond the organization

Fear of the unknown’s a common human trait – and believe it or not those big beasts at the top are indeed human – so work to alleviate this issue by demonstrating how the kind of transformation you’re proposing has worked in the past, for other organizations (especially your competitors…). If you can demonstrate from actual experience how successful the transformation has been for others (not to mention how you can learn from the mistakes of your peers, if you have access to that sort of knowledge) you’re much more likely to get the go-ahead yourself.

“You are probably totally focused on how the proposed program will bring beneficial change within the organization,” says Jim Whitworth. “The C-suite has to manage the bigger picture of how the company sits in the outside world. So, remember to provide plenty of reference to the actions of peer companies, external benchmarking, precedents and success stories. If the program or its potential impact could be visible externally, the C-suite will want to be comfortable that it will be viewed positively by peers and commentators outside the business.”

9. Demonstrate your awareness of risk

You might have found the perfect project which poses absolutely no risk whatsoever to your company – but it’s unlikely outside the world of dreams (and if you’re dreaming of transformation projects… time for a vacation?). In the real world the people you’re pitching to want to be sure that you’re prepared for every eventuality, even the infamous “unknown unknowns”. Go into minute detail about what levels of risk you’re facing in all aspects of the project: if you’re asked a question about a risk, however unlikely, you need to be sure you can answer it fully – or you have someone alongside you who can. And it’s not just about understanding the risks: you need to work actively and constantly to keep them down to an acceptable (as defined by above) minimum.

“Have sound risk practices that minimize risk related to operations, fraud, collections and business continuity,” urges Ravichandran Venkataraman. “Have in place practices that address appropriately country risk, transaction risk, process risk, financial risk, fraud risk, reputation risk and business continuity risk. Business needs to be confident that you have adequate processes in place, and sound practices and people that can de-risk their businesses to a large extent.”

10. Highlight the compliance benefits

Alongside organizational risk is an altogether murkier and even less comfortable topic: the personal risk faced by anyone at or close to the top of an organization in today’s age of compliance. Nobody wants to see their career (or even their liberty) brought to an abrupt end by an inability to comply with business legislation – especially the dreaded Sarbanes-Oxley Act. High-fliers the world over live in fear of being brought down to earth with a bump by the actions of someone working for them; if you can demonstrate the compliance benefits of what you’re doing, you appeal directly to your superiors’ sense of self-preservation as well as to any number of perhaps more laudable characteristics  – and of course compliance is good for the whole as well as for the parts, so you’re doing the whole business a favor, as well as those at its helm.

“Pull your SOX up,” Stephen Smith advises. “Sarbanes-Oxley is even more relevant in today’s straitened economic environment.  The single undeniable benefit of transformation is lowering the likelihood of landing the C-suite in the court room.  It’s amazing what a powerful incentive that is!”

_________________________________________________________________________

This article was first published on the Shared Services & Outsourcing Network (SSON) – Read it here: http://www.ssonetwork.com/topic_detail.aspx?id=4726&ekfrm=6&utm_source=ssonetwork.com&utm_medium=SMO&utm_campaign=DIRECTORIES&mac=SSON_External_Listing_2092

About The Shared Services & Outsourcing Network (SSON)

SSON is the largest and most established community of shared services and outsourcing professionals, with over 25,000 members.

SSON provides the roof under which key industry experts and organizations share their experience, knowledge and tools, and practitioner peers connect with other all over the world, both face to face and online.

SSON focuses on developing its members through providing training, tools, and networking opportunities. SSON staff works from international offices in New York, London, Singapore, Sydney, Berlin and Dubai to research current trends and developments in shared services.

More information visit the Shared Services & Outsourcing Network (SSON) website. Stay up to date with SSON’s latest twitter posts at twitter.com/ssonetwork, connect with global practitioners, providers and advisors on the Shared Services & Outsourcing Network (SSON) LinkedIn group and Sign up to receive SSON’s weekly updates today

Search Engine Optimization – Ensuring the Best Results for your Business

admin    SEO Marketing     Best, Business, Engine, Ensuring, Optimization, Results, Search

Search Engine Optimization – Ensuring the Best Results for your Business

In last, today every site wants to be featured in the top ten list of the search engine. Therefore, to reach such cliff, you need to understand the algorithm of the search engines and you should implement changes according to the search engines. In order to achieve the benefits of search engine optimization, an effective SEO strategy is necessary. One of the biggest SEO strategies is link popularity, keyword research and website marketing.

Doing the proper research and finding the correct keyword combination will bring you’re the proper rankings in the search engines and a traffic that is targeted to your site, and the added benefit is that it is free traffic. As you heard many time before content is king, your content should be structured to include the keywords that are relevant to your site, and your website needs to be SEO optimized so the search engines can spider it with ease. All the other pages on your site should revolve around a central theme and all be related in some way.

When visitors come to your website the text on the home page should explain and reflect the theme of your site and all of the other pages should relate to it. Search engine optimization or SEO is the hottest way to drive targeted traffic to your website. Your investment in the future of your website will be worth while. The reason you need to optimize your site is to get rankings in the search engines, by concentrating on search phrases and by promoting these keywords you will begin to build your rankings in the search engines.

Billions of sites are updated daily and they all need to be crawled on a daily basis. You can purchase high PR links and shorten the waiting period of getting your site in the serps. Check you site for broken links, not having links that work will have a negative effect on your sites ranking if the links stay broken for a period of time.

High quality articles are quickly snapped up and published prolifically. Every time you write an article and you get it published you receive another link pointing back to your site which will in turn increase your link popularity. Traffic is generated to your website from your signature box. This article can be freely published on a website as long as. With this wonderful innovation in web writing, each article will surely be given ample attention in terms of engine optimization and accessibility. The natural listing depends on the optimization techniques employed on and off the web site. A single article can be reprinted hundreds of times, and each time is another link back to your site. Ensure that each web page of yours would focus on a particular keyword or key phrase. If there is an article in that page, make sure that the article will only discuss and include one keyword or key phrase from the list you have made.

Getting more traffic is pointless if your site isn’t an efficient sales machine. Since there are only a “handful” of search engines that everyone uses (the major ones), this is where we place our best promotional efforts. If you encourage them to link to your site, join your newsletter, read your articles, and so on, then the traffic will increase your search engine popularity. If you only sell product, then that is what you get money for products. Traffic is a must if any online business is to succeed.

For more information about Search Engine Optimization, visit::

http://www.seo-solution-india.com

Related Search Engine Optimization Articles